had freed her; had permitted her to toil for her mother, cherish her, be regarded as useful. Instantly — still without learning that there was such a principle as feminism — she had become a feminist, demanding the world and all the fullness thereof as her field of labor.
And now, in this fumbling school, she was beginning to feel the theory of efficiency, the ideal of Big Business.
For “business,” that one necessary field of activity to which the egotistic arts and sciences and theologies and military puerilities are but servants, that long-despised and always valiant effort to unify the labor of the world, is at last beginning to be something more than dirty smithing. No longer does the business man thank the better classes for permitting him to make and distribute bread and motor-cars and books. No longer does he crawl to the church to buy pardon for usury. Business is being recognized — and is recognizing itself — as ruler of the world.
With this consciousness of power it is reforming its old, petty, half-hearted ways; its idea of manufacture as a filthy sort of tinkering; of distribution as chance peddling and squalid shopkeeping; it is feverishly seeking efficiency.... In its machinery.... But, like all monarchies, it must fail unless it becomes noble of heart. So long as capital and labor are divided, so long as the making of munitions or injurious food is regarded as business, so long as Big Business believes that it exists merely to enrich a few of the lucky or the well born or the nervously active, it will not be efficient, but deficient. But the vision of an efficiency so broad that it can be kindly and sure, is growing — is discernible at once in the scientific business man and the courageous labor-unionist.
That vision Una Golden feebly comprehended. Where she first beheld it cannot be said. Certainly not in the lectures of her teachers, humorless and unvisioned grinds, who droned that by divine edict letters must end with a “yours truly” one space to the left of the middle of the page; who sniffed at card-ledgers as new-fangled nonsense, and, at their most inspired, croaked out such platitudes as: “Look out for the pennies and the pounds will look out for themselves,” or “The man who fails is the man who watches the clock.”
Nor was the vision of the inspired Big Business that shall be, to be found in the books over which Una labored — the flat, maroon-covered, dusty, commercial geography, the arid book of phrases and rules-of-the-thumb called “Fish’s Commercial English,” the manual of touch-typewriting, or the shorthand primer that, with its grotesque symbols and numbered exercises and yellow pages dog-eared by many owners, looked like an old-fashioned Arabic grammar headachily perused in some divinity-school library.
Her vision of it all must have come partly from the eager talk of a few of the students — the girl who wasn’t ever going to give up her job, even if she did marry; the man who saw a future in these motion pictures; the shaggy-haired zealot who talked about profit-sharing (which was a bold radicalism back in 1905; almost as subversive of office discipline as believing in unions). Partly it came from the new sorts of business magazines for the man who didn’t, like his fathers, insist, “I guess I can run my business without any outside interference,” but sought everywhere for systems and charts and new markets and the scientific mind.
2
While her power of faith and vision was satisfied by the largeness of the city and by her chance to work, there was quickening in Una a shy, indefinable, inner life of tenderness and desire for love. She did not admit it, but she observed the young men about her with an interest that was as diverting as her ambition.
At first they awed her by their number and their strangeness. But when she seemed to be quite their equal in this school of the timorously clerical, she began to look at them level-eyed.... A busy, commonplace, soft-armed, pleasant, good little thing she was; glancing at them through eye-glasses attached to a gold chain over her ear, not much impressed now, slightly ashamed by the delight she took in winning their attention by brilliant recitations.... She decided that most of them were earnest-minded but intelligent serfs, not much stronger than the girls who were taking stenography for want of anything better to do. They sprawled and looked vacuous as they worked in rows in the big study-hall, with its hard blue walls showing the marks of two removed partitions, its old iron fireplace stuffed with rubbers and overshoes and crayon-boxes. As a provincial, Una disliked the many Jews among them, and put down their fervor for any sort of learning to acquisitiveness. The rest she came to despise for the clumsy slowness with which they learned even the simplest lessons. And to all of them she — who was going to be rich and powerful, directly she was good for one hundred words a minute at stenography! — felt disdainfully superior, because they were likely to be poor the rest of their lives.
In a twilight walk on Washington Heights, a walk of such vigor and happy absorption with new problems as she had never known in Panama, she caught herself being contemptuous about their frayed poverty. With a sharp emotional sincerity, she rebuked herself for such sordidness, mocked herself for assuming that she was already rich.
Even out of this mass of clerklings emerged two or three who were interesting: Sam Weintraub, a young, active, red-headed, slim-waisted Jew, who was born in Brooklyn. He smoked large cigars with an air, knew how to wear his clothes, and told about playing tennis at the Prospect Athletic Club. He would be a smart secretary or confidential clerk some day, Una was certain; he would own a car and be seen in evening clothes and even larger cigars at after-theater suppers. She was rather in awe of his sophistication. He was the only man who made her feel like a Freshman.
J. J. Todd, a reticent, hesitating, hard-working man of thirty, from Chatham on Cape Cod. It was he who, in noon-time arguments, grimly advocated profit-sharing, which Sam Weintraub debonairly dismissed as “socialistic.”
And, most appealing to her, enthusiastic young Sanford Hunt, inarticulate, but longing for a chance to attach himself to some master. Weintraub and Todd had desks on either side of her; they had that great romantic virtue, propinquity. But Sanford Hunt she had noticed, in his corner across the room, because he glanced about with such boyish loneliness.
Sanford Hunt helped her find a rubber in the high-school-like coat-room on a rainy day when the girls were giggling and the tremendous swells of the institution were whooping and slapping one another on the back and acting as much as possible like their ideal of college men — an ideal presumably derived from motion pictures and college playlets in vaudeville. Una saw J. J. Todd gawping at her, but not offering to help, while a foreshortened Sanford groped along the floor, under the dusty line of coats, for her missing left rubber. Sanford came up with the rubber, smiled like a nice boy, and walked with her to the Subway.
He didn’t need much encouragement to tell his ambitions. He was twenty-one — three years younger than herself. He was a semi-orphan, born in Newark; had worked up from office-boy to clerk in the office of a huge Jersey City paint company; had saved money to take a commercial course; was going back to the paint company, and hoped to be office-manager there. He had a conviction that “the finest man in the world” was Mr. Claude Lowry, president of the Lowry Paint Company; the next finest, Mr. Ernest Lowry, vice-president and general manager; the next, Mr. Julius Schwirtz, one of the two city salesmen — Mr. Schwirtz having occupied a desk next to his own for two years — and that “the best paint on the market to-day is Lowry’s Lasting Paint — simply no getting around it.”
In the five-minute walk over to the Eighteenth Street station of the Subway, Sanford had lastingly impressed Una by his devotion to the job; eager and faithful as the glory that a young subaltern takes in his regiment. She agreed with him that the dour J. J. Todd was “crazy” in his theories about profit-sharing and selling stocks to employees. While she was with young Sanford, Una found herself concurring that “the bosses know so much better about all those things — gee whiz! they’ve had so much more experience — besides you can’t expect them to give away all their profits to please these walking delegates or a Cape Cod farmer like Todd! All these theories don’t do a fellow any good; what he wants is to stick on a job and
